Sumitomo Mitsui Financial Group, Inc. · TSE:8316
Sumitomo Mitsui Financial — FY3/2026 Earnings Presentation
83 slides from Sumitomo Mitsui Financial's earnings presentation, May 18, 2026
Slide 1: Investor Meeting FY3/2026
Globally connected. Rooted in Japan. Your most trusted partner. Investor Meeting FY3/2026 May 18, 2026 Copyright © 2026 Sumitomo Mitsui Financial Group. All Rights Reserved.
Slide 2: Forward-looking statements and definitions
This document contains “forward-looking statements” (as defined in the U.S. Private Securities Litigation Reform Act of 1995), regarding the intent, belief or current ▶ Definitions expectations of Sumitomo Mitsui Financial Group, Inc. (the “Company”) and its management with respect to the Company’s
Slide 3: Agenda
Agenda Ⅰ Financial Results ////////////////////////////////////////////// 3 Ⅱ New Medium-Term Management Plan ///////////////////////////////////// 24 Ⅲ Capital Policy ////////////////////////////////////////////////// 52 Appendix ///////////////////////////////////////////////////////// 60 Copyrigh
Slide 4: Financial Results of FY3/2026
Financial Results of FY3/2026
Slide 5: Results of FY3/26
Results of FY3/26 Achieved record-high net income as strong core businesses continued, exceeding the target of JPY 1.5tn. ROE and EPS also improved substantially in line with profit growth. FY3/26 ▶ Breakdown of net income (JPY bn) Solid business (JPY bn) Results YoY vs. target +212 1,583.0 Utilize
Slide 6: Target of FY3/27
Target of FY3/27 Aim to achieve net income of JPY 1.7tn, driven by solid growth in underlying businesses while absorbing the impact from the Middle East. Maintain flexibility in addressing downside risks to deliver the target. ▶ Breakdown of net income Results Target FY3/26 FY3/27 YoY (JPY bn) (JPY
Slide 7: Income Statement
Income Statement FY3/26 YoY vs. ⚫ Gross profit: despite a bond portfolio rebalancing: (60) (JPY bn) target and sales of low-return assets: (30), increased YoY due to 1 Gross profit 4,844.7 +717.9 1) increase of net interest income in domestic market 2) increase of fee income in domestic wholesale bu
Slide 8: (Ref.) Group Companies
(Ref.) Group Companies ▶ SMBC ▶ Other Major Group Companies vs. (left : results of FY3/26 / right : YoY) FY3/26 YoY (JPY bn) target SMBC Nikko *1 SMCC *2 (JPY bn) 1 Gross banking profit 2,677.9 +421.3 Gross profit 586.4 +51.0 884.4 +66.0 2 o/w Net interest income 1,946.3 +295.0 o/w Gains (losses) on
Slide 9: (Ref.) Net Business Profit and Net Income Breakdown
(Ref.) Net Business Profit and Net Income Breakdown ▶ Net Business Profit Breakdown by Business Unit ▶ Net Income Breakdown by Group Company (JPY bn) (JPY bn) SMFL Others 2,330.9 SMBC 60.0 Others SMFG Trust SMDAM 1,583.0 SMCC*3 26.4 5.8 105.7 GM SMBC GB SMBC Nikko*2 WS +39.0 128.3 +16.3 1,411.7 Over
Slide 10: Impact of Rising JPY Interest Rates
Impact of Rising JPY Interest Rates A +25bps rate hike is expected to add JPY 110bn in year 1, rising to JPY 150bn by year 5 as fixed-rate loans gradually reprice. Further upside from loan volume growth, spread expansion, and JGB portfolio optimization. Reflects the lagged impacts and B/S changes Ye
Slide 11: Gross Profit
Gross Profit Net interest income increased by loan growth and higher interest rates. Fee income also increased due to robust corporate activities and higher transaction volumes from Olive. ▶ Net Trading Income + ▶ Net Interest Income ▶ Net Fees and Commissions Net Other Operating Income SMBC Oversea
Slide 12: (Ref.) Net Interest Income (SMBC)
(Ref.) Net Interest Income (SMBC) ▶ Domestic ▶ Overseas ⚫ Income from loans and deposits increased due to improved ⚫ Loan balances declined excluding FX impact but increased in loan-to-deposit spread by higher interest rates and loan JPY. Income from loans and deposits decreased due to growth. inter
Slide 13: Loans
Loans*1 ▶ Loan Balance ▶ Domestic Loan-to-Deposit Spread FY3/26 YoY 1H 2H (%) Interest earned on loans and bills discounted 1.34 +0.32 1.28 1.40 Interest paid on deposits, etc. 0.20 +0.14 0.18 0.23 Loan-to-deposit spread 1.14 +0.18 1.10 1.17 (Ref.) Excl. loans to the Japanese government, etc. Intere
Slide 14: Domestic Loans and Deposits
Domestic Loans and Deposits*1 Loan balances grew on strong funding demand, supported by major deals with large corporate clients. Retail deposits increased, driven by Olive, while corporate deposits grew by capturing surplus funds from large clients. ▶ Loan Balance*2,3 ▶ Deposit Balance ▶ Loan Avera
Slide 15: Overseas Loans and Deposits
Overseas Loans and Deposits*1 Loan spreads improved despite lower loan balances, reflecting reduction in low-return assets and a shift toward higher margin loans. ▶ Loan Balance ▶ Loan Spread*2,3 (USD bn) Asia Americas EMEA vs Mar.25 excl. FX impact 295 289 (3)% 288 290 285 80 77 86 84 (5)% 82 ▶ Loa
Slide 16: Asset Quality
Asset Quality ▶ Credit Costs ▶ Non-Performing Loan Ratio*2 and Balance (JPY bn) Consolidated SMBC (JPY bn) Consolidated SMBC 0.97% 0.80% 0.81% 0.67% 388.4 344.5 340 0.71% 0.52% 0.52% 0.43% 1,349.3 274.0 1,023.1 927.8 881.7 919.3 210.2 150.8 586.6 630.0 536.5 115.5 (12bp) (10bp) 96.3 86.0 (8bp) (7bp)
Slide 17: Credit Costs
Credit Costs Credit costs were in line with forecast, excluding forward-looking provisions and OTO/SOF NPL disposals. Middle East-related risks, including potential spillover effects, are partly provisioned for and remain closely monitored. (JPY bn, Breakdowns in round figures) Forward-looking provi
Slide 18: Exposure to Private Credit, AI, and the Middle East
Exposure to Private Credit, AI, and the Middle East SMBC Group’s Exposure*1 Private Credit JPY 1.2tn Senior / Secured: 100% JPY ≤ 1% BDC*2 JPY 1.2tn LTV: c. 20%*3 2% (o/w on balance: 0.5tn) 177tn 2% Financing secured by BDC-held assets, Investment Grade: > 80% mainly loans to unlisted mid-sized and
Slide 19: Securities
Securities ▶ Breakdown of Other Securities (Consolidated) ▶ Yen-Denominated Bonds (SMBC) Unrealized gains B/S amount (JPY bn) (losses) (JPY bn) Mar.26 vs Mar.25 Mar.26 vs Mar.25 Held-to-maturity 4,655.3 +4,380.9 (178.6) (172.5) ■1 year or less ■1 to 5 years ■5 to 10 years ■More than 10 years Availab
Slide 20: Reduction of Equity Holdings
Reduction of Equity Holdings Reduction progress reached 52%, ahead of the 40% standard pace. Accelerate reductions through persistent client negotiations toward early plan achievement. (JPY tn) Reduction Book value of domestic listed stock*1 6.09 Market value of domestic listed stock*1 Total reducti
Slide 21: Balance Sheet
Balance Sheet ▶ Consolidated (vs Mar.25) ▶ Domestic Loans and Deposits*3 Loans Deposits JPY 117.6tn JPY 201.3tn Others*4 (+JPY 6.5tn) (+JPY 12.7tn) 11% Mortgage,etc. Domestic loans*1 JPY 71.6tn Loan to deposit ratio 14% 58.4% Prime-rate-based Spread-based 1% Loans (Floating rate) Securities Domestic
Slide 22: Foreign Currency
Foreign Currency ▶ Non-JPY Balance Sheet*1,2 ▶ Foreign Currency Balance (vs Mar.25) +9% Interest earning assets Deposits*3 （USD bn） Loans, etc. Mid-long 454 415 term funding 403 364 382 Yen swaps 400 Bond, etc. USD 315bn 300 USD 341bn (+USD 46bn) 200 (USD (10)bn) 315 Deposits 263 269 100 235 240 0 M
Slide 23: Results by Business Unit (1)
Results by Business Unit (1) ▶ Retail ▶ Wholesale ⚫ Gross profit increased driven by higher income on deposit and ⚫ Income on loans and deposits increased significantly, driven solid performance across wealth management business, etc. by loan growth and wider spreads; fee income also rose ⚫ Overhead
Slide 24: Results by Business Unit (2)
Results by Business Unit (2) ▶ Global ▶ Global Markets ⚫ Both income on loans and loan-related fee income increased, ⚫ Banking profit increased steadily through nimble operation driven by ROE-disciplined loan growth. despite volatile market conditions. ⚫ Net income and RoCET1 declined as credit cost
Slide 25: New Medium-Term Management Plan (FY3/27-FY3/29)
New Medium-Term Management Plan (FY3/27-FY3/29)
Slide 26: Review of the Previous Medium-Term Plan (1)
Review of the Previous Medium-Term Plan (1) Net income and EPS set new record highs. Each Business Unit steadily executed its initiatives, with Retail and Wholesale delivering particularly strong growth in net business profit and RoCET1. Net income / EPS RWA / RoCET1*1 Achieved the highest record Ro
Slide 27: Review of the Previous Medium-Term Plan (2)
Review of the Previous Medium-Term Plan (2) Retail Wholesale Global ⚫ Expanded competitive advantages in ⚫ Achieved strong growth in loan growth vs. ⚫ Improved spreads by reducing low-return deposits and credit cards by leveraging peers, with expanded fee income assets while growing securities busin
Slide 28: 25 Years of SMBC Group History
25 Years of SMBC Group History 30 百万 The Group started under a challenging business environment, burdened by non-performing loans and public funds. Continuous structural reforms and initiatives for future growth built a foundation to become a true global player. 25 (JPY tn) (JPY bn) Net income (left
Slide 29: Our Vision for the Next Five Years and Beyond
Our Vision for the Next Five Years and Beyond New vision Globally connected. Rooted in Japan. Your most trusted partner. ROTE 17% 17% 16-18% 15-17% 14% Profitability targets*1 Net income SMBC SMBC JP Morgan HSBC BofA Goldman Barclays Group Sachs Group *1 Medium-to long-term ROTE or ROTCE targets of
Slide 30: Transform the Business Portfolio to Achieve 15% ROTE
Transform the Business Portfolio to Achieve 15% ROTE Reallocate RWA to high-growth areas to achieve 15% ROTE. Strengthen stable domestic loan and asset-light business to become best in class across all segments. RWA*1 Net income ROTE Domestic loans, payment Overseas Deposits, Wealth Management, Mult
Slide 31: Three-Year Targets on the Path to 15% ROTE
Three-Year Targets on the Path to 15% ROTE*1 Set 13% ROTE for FY3/29 as a milestone on the path to 15% ROTE. Aim for JPY 2tn in net income through cost discipline and improved RORA. Next Five Years and Beyond 15% ROTE FY3/29 target Net income Net business profit Gross profit RWA Net business profit
Slide 32: Business Opportunities and Potential Risks
Business Opportunities and Potential Risks Assume solid three-year growth supported by strong domestic funding demand. Closely monitor potential stress scenarios stemming from heightened geopolitical risks. Strong domestic corporate funding demand Domestic corporate loan balance*1 (JPY tn) 432 391 4
Slide 33: Our Goals for the Next Three Years
Our Goals for the Next Three Years I Achieve market leadership in the domestic businesses Business strategy II Transform our business model overseas Aim higher Corporate infrastructure through III Position technology as a core management pillar bold transformation IV Deliver results through executio
Slide 34: Seven Key Strategic Areas
Seven Key Strategic Areas Focus on seven key strategic areas to build the targeted business portfolio. Evolve the business model by expanding our customer base, enhancing earnings power, and generating synergies. I. Achieve market leadership in the domestic businesses II. Transform our business mode
Slide 35: 1. Establish Japan's Leading Digital Platform
I Achieve market leadership in the domestic businesses 1. Establish Japan’s Leading Digital Platform Olive and Trunk continue to expand steadily, leveraging their superior convenience. Olive net business profit is expected to reach JPY 110bn in FY3/29, with higher interest rates as an additional tai
Slide 36: 2. Build Japan's largest wealth management AUM base
I Achieve market leadership in the domestic businesses 2. Build Japan’s largest wealth management AUM base Develop the wealth management business group-wide under the “SMBC Wealth” brand. Significantly expand AUM by combining face-to-face and digital channels tailored to customer needs. SMBC Wealth
Slide 37: 3. Establish Top-Tier Competitiveness in Japan's Corporate Banking
I Achieve market leadership in the domestic businesses 3. Establish Top-Tier Competitiveness in Japan’s Corporate Banking Capture strong funding demand in Japan by strengthening coverage and solution capabilities across all segments. Enhance frontline capabilities through AI to build a competitive a
Slide 38: 4. Strengthen Global CIB and S&T Business
II Transform our business model overseas 4. Strengthen Global CIB and S&T Business Shift from an asset-heavy model toward an asset-light, capital-efficient business model. Accelerate Global CIB through collaboration with Jefferies and establish S&T as another key growth driver. Global CIB/S&T gross
Slide 39: 4. Global CIB and S&T - Collaboration with Jefferies
I Achieve market leadership in the domestic businesses II Transform our business model overseas 4. Strengthen Global CIB and S&T Business -Collaboration with Jefferies- Leverage our combined strengths in joint marketing to expand our presence and build a solid track record. Capture large-scale and g
Slide 40: 5. Monetize the Multi-Franchise Strategy
II Transform our business model overseas 5. Monetize the Multi-Franchise Strategy Target No.1 among foreign banks in India, our top-priority market, through collaboration among SMBC, YES BANK, and SMICC. Accelerate initiatives in the other three countries to catch-up to the initial profit targets. N
Slide 41: 6. Asset Management / 7. Global Transaction Banking
I Achieve market leadership in the domestic businesses II Achieve market leadership in the domestic businesses 6. Asset Management Business / 7. Global Transaction Banking Business Leverage the Group’s strengths to become a global asset management partner of choice for investors. Enhance products an
Slide 42: (Ref.) Roadmap to FY3/29 (1) Net Business Profit
(Ref.) Roadmap to FY3/29 (1) Net Business Profit Accelerate growth Pursue upside Expand stable, 2,940 by differentiating in high-growth asset-light domestic businesses businesses businesses Environmental factors Asset Global management payments (JPY bn) Multi-franchise Global CIB/S&T Domestic 2,330.
Slide 43: (Ref.) Roadmap to FY3/29 (2) ROTE
(Ref.) Roadmap to FY3/29 (2) ROTE FY3/29 ROTE 13% Net income Tangible common equity Deliver strong profit growth through steady execution Improve capital efficiency to drive higher ROTE (JPY bn) Distribution 2,000 Key strategic areas Gains on stocks, Maintain capital discipline through shareholder r
Slide 44: (Ref.) Financial targets by business unit
(Ref.) Financial targets by business unit*1 ROTE*2 Net business profit (JPY bn) RWA (JPY tn) FY3/26 FY3/29 FY3/26 FY3/29 vs FY3/29 vs vs result target FY3/26 result target FY3/26 target FY3/26 Drive steady earnings growth and improve profitability through Retail 14.8% 24% +1% 427.7 705 +95 15.2 +1.0
Slide 45: (Ref.) Financial Targets by Business Unit - Net business profit
(Ref.) Financial Targets by Business Unit -Net business profit- Retail Wholesale Global (JPY bn) Securities Loans Fees and Deposits 1,315 Loan Securities Payment Costs etc. related Finance 790 fees Loans Costs etc. and Deposits 705 Loans WM 655.8 and Costs etc. Sales 997.1 Deposits handled +JPY 16tn
Slide 46: (Ref.) Financial Targets by Business Unit - RWA
(Ref.) Financial Targets by Business Unit*1 –RWA– Reduce low-return assets both in Japan and overseas, while addressing strong domestic funding demand. Control RWA in overseas through asset reallocation to improve profitability. RWA + JPY 5.5tn Invest + JPY 14.5tn Reduce JPY (9.0)tn Wholesale Global
Slide 47: IT Transformation
III Position technology as a core management pillar IT Transformation Invest JPY 1tn in IT over three years to strengthen IT platforms and development capabilities, while accelerating AI adoption across internal operations and customer services. Support decision-making with AI and customer data Upgr
Slide 48: Utilize AI / Blockchain
III Position technology as a core management pillar Utilize AI / Blockchain AI Invest JPY 100bn Blockchain Empower all employees with AI Explore commercialization opportunities to transform business and products in payment infrastructure and digital assets Culture Blockchain Group-wide AI adoption a
Slide 49: Cost Control Initiatives
III Position technology as a core management pillar Cost Control Initiatives Reduce costs by JPY 200bn over three years while investing in key strategic initiatives. Keep operating expenses flat, excluding structural increase, and lower overhead ratio to the low-50% range. Operating expenses Investm
Slide 50: Strengthen Human Capital to Accelerate Growth
IV Deliver results through execution excellence Strengthen Human Capital to Accelerate Growth Maximize execution excellence by investing in human capital and visualizing an impact of the investment. Secure and deploy strategic talent Talent overage ratio Human capital investment for Talent developme
Slide 51: Risk Management
IV Deliver results through execution excellence Risk Management Build resilient management by identifying risk changes early and taking proactive action. Maintain close attention to liquidity risk, geopolitical risk, and cybersecurity. Enhance balance sheet management ⚫ Deposit competition has inten
Slide 52: Create Social Value through Core Business
V Elevate social value creation efforts Create Social Value through Core Business Green Fulfilled Thriving Planet Growth People Climate Change / Natural Industrial Declining birthrate Poverty & Inequality / Digital Capital / Circular Economy revitalization & aging population Education / Human rights
Slide 53: Capital Policy
Capital Policy
Slide 54: Capital Allocation Framework
Capital Allocation Framework Basic capital policy remains unchanged: balance financial soundness, shareholder returns, and growth investment. Under the new medium-term plan, prioritize organic and IT investments while further enhancing shareholder returns Financial Soundness CET1 ratio target as of
Slide 55: Shareholder Returns
Shareholder Returns Dividends: remain the principal approach to shareholder returns. commit to increase dividends every year and deliver strong DPS growth in line with net income growth. Share buybacks: resolved to conduct up to JPY 180bn in buybacks, given current uncertainty. DPS (JPY)*1 Increase
Slide 56: More Accessible and Attractive to Long-Term Shareholders
More Accessible and Attractive to Long-Term Shareholders Aim to build stronger relationships with shareholders who support our long-term growth story by making SMFG shares more accessible through a stock split and offering benefits to Olive-user shareholders. Stock split Shareholder Benefit Programs
Slide 57: (Ref.) Capital Allocation
(Ref.) Capital Allocation ▶ Result for FY3/26 and Outlook for FY3/27 (JPY bn) Dividend 680 Dividend 600 Share buybacks Share Net income buybacks 180 Net income 1,700 1,583 250 Organic Organic Inorganic RWA reduction IT Investment 10.3% Inorganic c. 10.5% RWA reduction 10.2% Capital released through
Slide 58: (Ref.) History of Capital Allocation
(Ref.) History of Capital Allocation FY3/18-20 FY3/21-23 FY3/24-26 FY3/27-29 Further prioritize organic growth, Accumulate capital for Utilize capital Achieve more well-balanced strategic IT investment, Basel III finalization for future growth capital use and shareholder returns CET1 ratio c. 10.5%
Slide 59: (Ref.) CET1 Ratio
(Ref.) CET1 Ratio ▶ Finalized Basel III basis (financial target) ▶ Transitional basis (%) (%) Net unrealized gains on other securities 10.9 10.9 11.1 10.7 14.0 12.9 12.4 12.4 10.1 9.9 10.2 10.3 12.3 11.0 11.1 10.8 Mar.23 Mar.24 Mar.25 Mar.26 Mar.23 Mar.24 Mar.25 Mar.26 (JPY tn) (JPY tn) CET1 Capital
Slide 60: Why SMBC Group?
Why SMBC Group ? Achieve market leadership in Japan Compelling Growth Strategy with a growing global presence Create new value through execution excellence Merchant DNA and a customer-first mindset Mitigate risks through a sound credit portfolio and Disciplined Risk Management early risk detection i
Slide 61: Appendix
Appendix
Slide 62: Group Overview (1) Group Structure
Group Overview (1) Group Structure*1 Consolidated subsidiary Equity-method affiliate Sumitomo Mitsui Financial Group Banking Consolidated total assets JPY 328tn Sumitomo Mitsui Banking SMBC Trust Bank Moody’s S&P Fitch R&I JCR Corporation Credit Moody's S&P Fitch ratings A1/P-1 A-/ - A-/F1 AA-/ - AA
Slide 63: Group Overview (2) Long-term Results
Group Overview (2) Long-term Results ▶ Gross profit ▶ Net business profit*1 (JPY bn) (JPY bn) 5,000 4,844.7 2,500 2,330.9 4,126.7 4,000 2,000 1,719.3 3,000 1,500 2,000 1,000 1,000 500 0 0 FY3/ 06 08 10 12 14 16 18 20 22 24 26 FY3/ 06 08 10 12 14 16 18 20 22 24 26 Breakdown of consolidated gross prof
Slide 64: Long-term Results of Gross Profit
Long-term Results of Gross Profit Non-interest income steadily expanded through revenue diversification during the prolonged low-rate environment. Net interest income expansion drove strong profit growth following the end of negative interest rates. (JPY bn) Net Interest Income (SMBC) Net Interest I
Slide 65: Group Companies (1) SMBC Nikko
Group Companies (1) SMBC Nikko*1,2 ▶ Financial Results ▶ Net Operating revenue FY3/25 FY3/26 YoY Sales Division ■Asset based revenues*6 ■Flow revenues*7 (JPY bn) GIB Division ■ECM ■DCM ■M&A ■Solutions etc. *8 Net operating revenue 521.2 586.4 +65.2 (JPY bn) GM Division ■Equity ■FICC*9 190 SG&A expen
Slide 66: Group Companies (2) SMCC (Incl. SMBCCF)
Group Companies (2) SMCC (Incl. SMBCCF) ▶ Financial Results ▶ Sales Handled ▶ # of Card Holders FY3/25 FY3/26 YoY (JPY tn) (mn) （JPY bn） 50 Operating revenue 968.1 1,034.7 +66.7 40 40 o/w Commission fee 257.8 285.1 +27.3 30 o/w Finance 326.0 350.7 +24.7 30 o/w o/w SMBCCF 156.6 169.3 +12.6 20 20 o/w
Slide 67: Group Companies (3) SMBCAC
Group Companies (3) SMBCAC ▶ Financial Results ▶ Acquisition of U.S. Air Lease Corporation FY3/25 FY3/26 YoY Overview (USD mn) Total revenue*1 2,577 2,360 (217) Invested through a holding company owned by four parties: Acquisition value of USD 7.4bn (o/w SMBCAC 1.4bn) o/w Lease revenue 1,965 1,941
Slide 68: Group Companies (4) SMBC Indonesia
Group Companies (4) SMBC Indonesia ▶ Financial Results*1 ▶ Loan Structure (Mar.26) Jan.- Mar. (JPY bn) 2023 2024 2025 2026 Gross oprerating profit 127.8 176.5 172.9 42.1 OTO/SOF Operating expenses 67.8 94.6 91.7 23.8 16% Credit-related cost 27.8 41.6 78.6 11.0 BTPN Syariah 6% Large / Net profit 22.2
Slide 69: Group Companies (5) YES BANK
Group Companies (5) YES BANK ▶ Financial Results*1 FY3/23 FY3/24 FY3/25 FY3/26 CASA ratio # of Branches (JPY bn) Gross operating profit 192.1 243.1 263.9 284.6 Operating expenses 139.9 181.2 188.4 190.7 35% 1,334 Credit-related cost 40.2 38.7 19.0 15.4 34% Net profit 12.0 23.3 42.8 59.4 *2 ROE 2.0%
Slide 70: Group Companies (6) SMICC
Group Companies (6) SMICC ▶ Financial Results*1 ▶ Initiatives (JPY bn) FY3/23 FY3/24 FY3/25 FY3/26 1 Digitalization Gross operating profit 58.8 91.3 113.8 138.2 • Improve speed by digitalizing processes Operating expenses 33.9 51.7 71.4 83.6 • Build an efficient business operating model Credit-relat
Slide 71: Group Companies (7) VPBank
Group Companies (7) VPBank ▶ Financial Results*1 ▶ Loan Structure*3 Jan- Mar. Others 2023 2024 2025 (JPY bn) 2026 2% Gross operating profit 288.5 386.0 447.9 121.4 SME 11% Operating expenses 80.9 88.9 111.8 26.3 Credit-related cost 145.0 173.0 152.4 46.8 Net profit 49.3 99.1 146.1 38.6 Wholesale Ret
Slide 72: Group Companies (8) FE Credit
Group Companies (8) FE Credit ▶ FE Credit*1 ▶ Loan Structure Jan.- Mar. (JPY bn) 2023 2024 2025 2026 Two wheeler 6% Gross operating profit 77.0 98.2 98.7 24.7 Consumer durable Operating expenses 26.6 24.3 23.8 5.1 loans… Credit-related cost 71.9 70.8 71.2 19.1 Net profit (17.2) 2.5 2.9 0.5 Personal
Slide 73: Group Companies (9) RCBC
Group Companies (9) RCBC ▶ Financial Results*1 ▶ Loan Structure (Dec.25) 2022 2023 2024 2025 (JPY bn) Others Gross operating profit 105.8 127.9 145.8 168.3 1% Operating expenses 59.7 75.8 86.8 93.2 Credit Card 19% Large Corporations Credit-related cost 13.6 17.7 23.5 39.9 37% Net profit 28.8 31.3 26
Slide 74: Sustainability Management Structure (1)
Sustainability Management Structure (1) ▶ Sustainability Management System ▶ Executive Compensation ⚫ The Company’s Executives*1 Supervision Board of Directors Base salary Fixed Nomination Compensation Linked annual performance (0-150%) Committee Committee Bonus Performance Net business profit , Net
Slide 75: Sustainability Management Structure (2)
Sustainability Management Structure (2) ▶ Improve Board Diversity ▶ Structure of the Board / Skills Matrix*1 Internal Director (non-executive) Knowledge and experience expected in particular Internal Directors Outside Directors Internal Director (non-executive) (executive) Legal/risk 7 directors Man
Slide 76: Inclusion in the Index and Initiatives
Inclusion in the Index and Initiatives Selected Sustainability Indices Endorsed Initiatives *1 *1 GPIF Selection Index *1 *1 The inclusion of Sumitomo Mitsui Financial Group, Inc in any MSCI Index, and the use of MSCI logos, trademarks, service marks or index names herein, do not constitute a sponso
Slide 77: Application of Basel III (Capital Ratio)
Application of Basel III (Capital Ratio) Mar.24 Mar.25 Mar.26 Mar.27 Mar.28 Mar.29 Revised standardized approach and internal ratings-based framework for credit Revised credit valuation adjustment (CVA) framework Implement RWA Revised operational risk framework Output floor 50% 55% 60% 65% 70% 72.5%
Slide 78: Capital / RWA
Capital / RWA ▶ Capital Ratio (Transitional basis)*1 ▶ Other Requirement Ratios Transitional basis Tier2 Mar.26 Requirement Additional Tier1 (AT1) Common Equity Tier1 (CET1) External TLAC ratio Total Capital ratio RWA basis 23.86% 18.0% Tier1 ratio CET1 ratio Leverage exposure basis 9.51% 7.10% Leve
Slide 79: Subordinated Bonds Issuances Results and Strategy
Subordinated Bonds Issuances Results and Strategy ▶ Subordinated Bonds Issuances and Redemptions*1 (USD bn) FY3/22 FY3/23 FY3/24 FY3/25 FY3/26 FY3/27 FY3/28 FY3/29 FY3/30 Currency breakdown (Mar. 26) Aggregate outstanding amount USD AT1 USD Tier2 1.0 (USD bn) Issuance JPY AT1 JPY Tier2 USD AT1 2.3 2
Slide 80: Breakdown by Internal Ratings
Breakdown by Internal Ratings*1 Internal Rating Japanese Non-Japanese (Certainty of debt (JPY tn) (JPY tn) repayment) 60 50 40 30 20 10 0 0 10 20 30 40 50 60 1－3 (Very high - Satisfactory) 4－6 (Likely - Currently no problem) 7 (excl. 7R) (Borrowers requiring caution) Mar.24 7R, 8 – 10 Mar.25 (Substa
Slide 81: Yen Bond Portfolio
Yen Bond Portfolio ▶ SMBC (Total balance of other securities with maturities and bonds classified as held-to-maturity – total of JGBs, local gov. bonds and corporate bonds) (JPY tn) 1 year or less 1 to 5 years 5 to 10 years More than 10 years 40 35 30 25 20 15 10 5 0 Mar.12 Mar.13 Mar.14 Mar.15 Mar.
Slide 82: Credit Ratings of G-SIBs (1) Operating Banks
Credit Ratings of G-SIBs (1) Operating Banks*1 (As of May. 1 2026) S&P Moody’s Moody’s S&P Fitch Fitch Aaa AAA Aa1 AA+ ⚫ Bank of America ⚫ State Street Bank & Trust ⚫ Bank of America ⚫ JPMorgan Chase Bank ⚫ Bank of New York Mellon ⚫ UBS ⚫ Bank of New York Mellon ⚫ State Street Bank & Trust Aa2 ⚫ JPM
Slide 83: Credit Ratings of G-SIBs (2) Holding Companies
Credit Ratings of G-SIBs (2) Holding Companies*1 (As of May. 1 2026) S&P Moody’s Moody’s S&P Fitch Fitch Aaa AAA Aa1 AA+ Aa2 AA ⚫ Bank of New York ⚫ State Street ⚫ Bank of America ⚫ JPMorgan Aa3 Mellon ⚫ Bank of New York ⚫ State Street AA- Mellon SMFG ⚫ SMFG ⚫ Mizuho ⚫ HSBC ⚫ UBS ⚫ Bank of America ⚫
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